RECRUITENT To attract and retain the best talent from across the world and give them the best possible start Goal 1 2 3 Description Attracting and recruiting the best talent Recruit using rigorous, fair and professional selection methods Provide excellent induction and early career support to give new employees the best possible start Attractive and engaging recruitment materials Excellent return on media investment University known to be an excellent place to work All candidates have a positive recruitment experience (whether successful or not) Competitive relocation package Develop an international employment framework Recruitment policy Objectives Flexible recruitment and selection procedures to meet departmental needs Skills development for those involved in selection decisions Exemplary, streamlined and fully integrated recruitment administration and related services Develop improved contract of employment Provide employees at all levels with the information, guidance and support they Effective management of probation to ensure expectations are clear and Priority Projects/initiatives Redevelop further particulars and supporting materials Review conducted of advert success and return on investment for different medias Develop social media and other platforms with guidance for Institutions Continue to analyse and address potential impact of Brexit on the University's ability to recruit. Develop action plan Develop guidance and tools for institutions and improved systems and processes Conduct benchmarking exercise and further develop relocation website, supporting materials and resources Develop procedure on employing people overseas Develop protocol and managers guidance Communication and awareness raising Identify implications of Brexit on individuals working internationally Develop and implement recruitment policy Interactive recruitment guidance and toolkit Review of academic recruitment Review of academic-related recruitment Review of Boards of Electors Review of recruitment for all other staff Further develop tools and guidance for skills development and review annually thereafter Review and monitor system use, gather feedback and implement systems and administration improvements Review terms and conditions and develop model contract of employment Review of academic induction Review of non-academic induction Review of academic probation Review of non-academic probation
TAENT ANAGEENT To contribute to the personal and professional development of staff as part of a high performance culture, to enable them to contribute fully to the institution, University and society. Goal Description Objectives Priority Projects/initiatives 4 Develop personal and professional skills and knowledge and provide support for staff to achieve their full potential at Cambridge To contribute to the personal and professional development of staff at all levels Enhance and raise the profile of effective people management and leadership capabilities throughout the University Enhance teaching and learning development Identify and offer bespoke courses to meet requirements and preferences of institutions Review Open Programme and identify where additional provision would be beneficial and possible within resources available aunch new range of On Demand web-enabled resources onto PPD website Develop 'eading your team through change' as online module Review Senior entoring Initiative pilot and make recommendations Revise the eadership Attributes Framework to align with the Behavioural Attributes Framework Develop suite of R policies and case management tools for effective people management Continue to develop new Cambridge Centre for Teaching and earning, Teaching Forum and new Postgraduate Certificate in E Teaching and earning Design and develop framework for effective workforce planning and succession planning 5 Recognise people's achievements and provide structured routes to progress their careers Create sustainable people resourcing model for the University aligned to University core values Provide structured routes to career progression for both academic and professional careers Develop tools and intiatives to support people throughout their careers at Cambridge Build capabilities across the University to effectively implement, workforce and succession planning and organisational development Develop effective talent management model to ensure employees' performance contributes to University objectives Academic career pathways (develop promotion and recognition schemes to replace SAP and PPR) Professional services career pathways Introduce a range of apprenticeships, funded by the new Apprenticeship evy Increase access to mentoring opportunities for staff to further their personal and professional development Review current secondment support and devise updated programme Consider the introduction of proactive career sponsorship Develop redeployment/outplacement services Review performance and appraisal arrangements and related policies Enhance capabilities for meaningful performance conversations as an integral part of day to day line management
REWARD To reward, recognise, motivate and retain outstanding staff at all levels Goal Description Objectives Reward strategy underpinned by sound reward principles which support the delivery of the University mission Priority Projects/initiatives Develop and fully consult upon a reward strategy for the University 6 To reward fairly, transparently and competitively whilst allowing for changing external pressures Competitive, fair, equitable and sustainable pay structures Decision making informed by relevant and timely reward data and benchmarking Reward schemes and initiatives are valued by staff and reward behaviour and contribution valued by the University Attractive range of benefits which help to differentiate the University as an employer of choice Review of the grading structure Review of local interpretation and application of ERA Job evaluation scheme Review of market pay and ACS procedure and provision Develop a benchmarking strategy and tools to support delivery of reward strategy Develop and promote use of benchmarking data to inform reward decision making Provide institutions with relevant and timely data tailored to their needs Review and re-align contribution and progression schemes Review and integrate professorial pay review into relevant reward exercises Refresh the staff benefits package in line with reward strategy -particular consideration given to staff housing needs Review, consult and implement potential rule changes to the CUAC Pension Scheme ( enhanced opt out and flexible retirement provisions) Review, consult and implement any necessary changes to our administration of USS Pension Scheme following the 2017 triennial valuation and UUK scenario proposals Develop action plan and annual calendar for reward communications and promotional events Total reward package effectively communicated and employees fully understand its true value. Develop total reward statements and calculator Develop financial education package including pensions Design relevant staff survey questions and create alternative feedback mechanisms that allow staff suggestions and evaluation Effective reward mechanisms in place to retain high performing staff Consider development of alternative reward schemes with a primary focus on retention Timely recognition tailored to individual preferences where appropriate Review UAS recognition awards and/or consider alternative instant voucher/cash reward schemes Innovative, flexible and competitive in the sector Single location for all reward schemes initiatives and benefits Regularly benchmark reward package against the sector and explore new opportunities Review forthcoming internal and external changes that impact on the reward package, adapting quickly as required Improve and streamline reward processes to adapt quickly to internal and external change Develop single sign on reward and benefits system, multiple workstreams on a single platform/web-location
TRIVING AND INCUSIVE COUNITY To foster a thriving community and culture of inclusivity, diversity, health and well-being. Goal Description Objectives Priority Projects/initiatives Increase workforce diversity, in particular at senior levels Athena SWAN Charter - silver submission and departmental awards Identify Equality Champions 2017-2020 Race Equalities Charter (REC) Progress Gender Equality Steering Group (GESG) workstreams e.g. broaden SAP CV scheme and other technical changes to University processes Set up distinct gender pay implementation group to develop and progress initiatives Review and improve gender/equal pay reporting model to meet new statutory gender pay reporting requirements and to provide better information to institutions, aligning central and institution level reporting. Introduce, promote and review take up of y Family Care emergency dependant care service 7 Embed a supportive culture which is inclusive, positive and fair where opportunities are open to all, people can lead and are led effectively and change is well managed Ensure a culturally inclusive and supportive culture for work and study (including parents and carers) aintain compliance, data and disclosure and increase best practice Develop and promote best practice beyond basic legal compliance Further develop InterConnect initiatives e.g. web content review, line manager guidance managing inclusively Further develop SPACE initiatives (Supporting Parents and Carers @ Cambridge) e.g. caring for adult dependants workshops Expand nursery provision aunch University-wide 'Breaking the Silence' sexual harassment avoidance website, policies, support and training Support and promote the use of EAAs (Equality Assurance Assessments) in implementing projects, change and broader decision making across the University Provide EAA briefing sessions and workshops Increase levels of disclosure and related support/information for disabled staff Further develop appropriate annual reporting e.g. E&D Information Report, Equal/Gender Pay reporting. Deliver unconscious bias training and related projects Progress Interconnect, GESG (Gender Equality Steering Group), GBT, WiSETI, and other initiatives Foster more inclusive trade union relationships, conduct staff and trade union consultation, negotiation and engagement Conduct University wide staff survey
Greater awareness amongst staff of wellbeing at work Develop consistent branding and promotional materials Develop wellbeing website Deliver annual festival of wellbeing (to include launch of new health and wellbeing initiatives in each year) Develop and deliver annual programme of sessions on mental health awareness and managing work demands Train wellbeing advocates and disability contacts within institutions and promote services Provide mental health and disability awareness training for wellbeing advocates and disability staff support contacts 8 To provide an environment where people's health and wellbeing is actively promoted, they are engaged with the wider University and feel valued for their contribution Development for staff and managers on wellbeing and commitment from senior staff Demonstrate reduced incidence of workplace stress and anxiety, reduced absence and more productive working and engagement Further development of a holistic approach to employee wellbeing Develop and provide training on managing work pressures and associated leadership training for academics e.g develop and pilot new eadership Essentials briefing, refresh 'stress a manager s response', mental health awareness and resilience training Appoint wellbeing champion Build wellbeing objectives into managers appraisals, personal development goals, recruitment/behavioural attributes and management of R processes Revise disability and employment policy and staff support provision Develop guidance for line managers on supporting staff with disabilities and health-related requirements ealth and Wellbeing Working Group to produce annual report and propose new initiatives to R Committee Develop and report wellbeing measures annually Incorporate physical, social, mental, financial and other aspects of wellbeing, with relevant local and university wide initiatives